In Japan, “yes” does not always mean yes, and silence does not necessarily mean nothing is happening. For international executives, some of the most important signals in a business conversation can be the ones that are never spoken aloud.

“Many Japanese people simply aren’t comfortable saying ‘no’ directly. We worry that saying a direct no outright would disappoint you, hurt your feelings or make you feel rejected.”

— Maria Shimura, Founder & CEO of Hug Japan, Inc.

In Episode 15 of the Asia AIM B2B Podcast, host Robert Heldt speaks with Maria Shimura, CEO of Hug Japan, Inc., a company that helps Japanese leaders expand globally and international leaders build stronger relationships and succeed in Japan.

Over the past decade, Maria has supported more than 1,300 executive negotiations and high-stakes business meetings as an executive interpreter. Her work has placed her alongside CEOs and other senior leaders, where she has seen first hand how trust is built, how disagreement is communicated and how much meaning can sit beneath seemingly ordinary exchanges.

Her experience spans some of Japan’s most recognizable business environments, including serving as Executive Assistant to the Vice President at Nissan Motor Co., Ltd. and interpreting for the Mitsubishi Regional Jet Project. She has also coached Tedx speakers to deliver messages that resonate with their audiences. Today, through executive coaching, corporate communication training, business interpretation and cross-cultural consulting, she works with leaders navigating the space between Japanese and international business cultures.

In this discussion, Maria explains why the real conversation in Japan often begins before anyone sits down at the table, why silence can represent serious mental work rather than disinterest and why the way you treat the most junior person in the room can influence whether trust grows or quietly disappears.

Nemawashi: Negotiation starts before meeting

Nemawashi is one of the most important practices for understanding how consensus is built in Japanese companies. The term comes from gardening, where a tree’s roots are carefully prepared before it is transplanted. In business, the idea is similar: important groundwork is done before a proposal is formally presented.

Rather than introducing an idea for the first time in a meeting and expecting the people in the room to debate it and reach a decision, executives may first consult with key stakeholders individually. These conversations allow concerns to be raised, questions to be answered, and areas of disagreement to be addressed before the formal meeting takes place.

This means that what looks like a straightforward meeting from the outside may actually be the final stage of a much longer internal process. By the time everyone gathers, much of the alignment may have already taken place. For foreign executives, understanding this process is important because the formal meeting may not be where the real negotiation begins. It may be where previously discussed positions are brought together and formally confirmed.

Reading silence and indirectness

In Japanese business settings, periods of silence can signal careful consideration rather than disengagement. Participants may be weighing a proposal, considering its implications, or deciding how best to respond. Filling these pauses too quickly can interrupt that process and create unnecessary pressure.

Indirect expressions can carry a similar layer of meaning. Statements such as “the proposal is under positive consideration” or “that request might be difficult” may signal reservations or a likely refusal without stating it directly. Rather than forcing a blunt rejection, this approach allows concerns to be communicated while preserving the relationship.

For international executives, the challenge is not simply learning a list of phrases and assigning each one a fixed meaning. Context matters. Tone, timing, the relationship between the people involved and what happens after the statement can all provide clues about the actual position of the other party.

When “Yes” does not mean agreement

One of the most common sources of confusion for foreign executives is the meaning of “yes.” In many Western business settings, an affirmative response is naturally understood as agreement or acceptance. In Japanese business conversations, however, “yes” can also function as an acknowledgement that the speaker has heard and understood what was said.

That distinction matters. A counterpart may agree that they understand a proposal without agreeing to the proposal itself. Assuming that every “yes” represents a commitment can therefore create misunderstandings later in the process.

The most effective response is not to challenge the other person directly, but to clarify what happens next. Foreign executives can ask questions such as:

• What are the specific next steps?
• Who else needs to be involved in the internal decision-making process?
• What timeline or key milestones should we anticipate for review?

These questions turn a polite acknowledgement into something more concrete. They also help clarify where a proposal stands within the other company’s decision-making process without putting the other party in the position of having to issue a direct refusal.

Sharing meeting materials or agendas in advance can also help. It gives participants time to consider the issues beforehand and can make it easier for internal stakeholders to align their views before the meeting.

Trust is built across the entire room

Trust in Japanese business is not limited to the senior decision-maker sitting across the table. How an executive treats everyone in the room can shape how they are perceived, including assistants, receptionists, interpreters and junior staff.

A dismissive attitude toward someone with less seniority can undermine the credibility an executive has built with senior leaders. Respect, by contrast, is demonstrated through consistent behavior toward the entire group, not simply toward the person with the authority to sign the deal.

The same principle applies to silence. Allowing a counterpart time to think can create space for a more considered response. Rushing to fill every pause may instead encourage people to give a safe or superficial answer simply to keep the conversation moving.

For executives accustomed to fast-paced negotiations, this can require a deliberate change in approach. A pause does not necessarily need to be solved, sometimes the most productive response is to give the other person time to think.

The interpreter as a strategic partner

Foreign executives who view an interpreter simply as someone who converts one language into another may be missing an important part of the relationship.

An experienced interpreter can help bridge differences in tone, intent, communication style and cultural expectations. In a high-stakes meeting, that can mean helping an executive understand not only what was said, but how it was said and how the message may have been received.

This is why preparation with an interpreter matters. Sharing your objectives, background, priorities, concerns and non-negotiables before the meeting gives the interpreter a clearer understanding of what you are trying to achieve. It also allows them to represent your intentions more accurately when the conversation becomes complex.

For Maria, this broader role is part of what makes business interpretation different from straightforward translation. The interpreter can become an important communication partner, particularly when the success of a negotiation depends on understanding what sits between the words.

FAQ

Listen to the full episode

To hear Maria Shimura’s full insights on Japanese business communication, building trust with Japanese partners, and the differences between Western and Japanese approaches to business, listen to the full episode of the Asia AIM B2B Podcast.